Reinventing the Automobile: General Motors AUTOnomy Project Twelve months earlier, GM had revealed AUTOnomy, a radical rethink of what an automobile could look same if freed from the constraints of conventional technologies. Combining fuel-cell power with drive-by-wire technology, AUTOnomy comprised a “skateboard” mannikin containing all the main vehicle systems, on twinge of which a variety of body types could be attached. While the conceit had captured headlines, prosecute much(prenominal) a radical approach would choose major(ip) changes to GM’s existing competencies. Should Burns push this gallant new vision or something much conservative? Complicating the picture, firms were devising different bets with regard to alternative- cater cars. Toyota and Honda had made significant investments in “hybrids”—vehicles that unite electric and gasoline power—selling oer 60,000 of them in the United States, despite the fact that the ec onomics of such vehicles did non seem to make sense there (they cost much to build than customers would pay). Burns wondered if GM should revisit its st aimgy of be a follower in hybrids or continue to indorse its limited resources to the end goal—a vehicle supply solely by hydrogen.

The decisions he made would deeply impression the future of GM and perhaps the entire industry. ____________________________________________________________ ____________________________________________________ Professor Alan MacCormack and motion Associate Kerry Herman, Global Research Group, prepared this case. HBS cases are accredited solely as the basis for class discussion. Cases are not intended to serve as endorsements, sourc! es of primary data, or illustrations of spectacular or ineffective management. Copyright © 2003 President and Fellows of Harvard College. To rate copies or request permission to reproduce materials, call 1-800-545-7685, relinquish Harvard Business School Publishing, Boston, MA 02163, or go to...If you regard to get a full essay, order it on our website:
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